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is a Japanese term meaning "the real place." Japanese detectives call the crime scene ''gemba,'' and Japanese TV reporters may refer to themselves as reporting from ''genba.'' In business, ''genba'' refers to the place where value is created; in manufacturing the ''genba'' is the factory floor. It can be any "site" such as a construction site, sales floor or where the service provider interacts directly with the customer. In lean manufacturing, the idea of ''genba'' is that the problems are visible, and the best improvement ideas will come from going to the ''genba.'' The ''genba'' walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice ''genba kaizen,'' or practical shop floor improvement. In quality management, ''genba'' means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. Unlike focus groups and surveys, ''genba'' visits are not scripted or bound by what one wants to ask. Glenn Mazur introduced this term into Quality Function Deployment (QFD, a quality system for new products where manufacturing has not begun) to mean the customer's place of business or lifestyle. The idea is that to be customer-driven, one must go to the customer's ''genba'' to understand his problems and opportunities, using all one's senses to gather and process data. ==Gemba Walk== Gemba walks denote the action of going to see the actual process, understand the work, ask questions, and learn.〔(【引用サイトリンク】title=LEI - Lean Product Catalog - Lean Enterprise Publications )〕 It is known as one fundamental part of Lean management philosophy.〔(【引用サイトリンク】title=Book Review: Gemba Walks, by Jim Womack )〕 Also referred to as management removing one's head from one's anus. Taiichi Ohno, an executive at Toyota, led the development of the concept of the Gemba Walk. The Gemba Walk is an opportunity for staff to stand back from their day-to-day tasks to walk the floor of their workplace to identify wasteful activities. Gemba Walk is designed to allow leaders to identify existing safety hazards, observe machinery and equipment conditions, ask about the practiced standards, gain knowledge about the work status and build relationships with employees.〔(【引用サイトリンク】title=Lean Tools Spotlights: GEMBA WALK )〕 The objective of Gemba Walk is to understand the value stream and its problems rather than review results or make superficial comments.〔(【引用サイトリンク】title=Getting Over Gemba-phobia )〕 Along with Genchi Genbutsu or "Go, Look, See", Gemba Walk is one of the 5 Lean guiding principles that should be practiced by Lean leaders on a daily basis. The ''gemba'' walk, is an activity that takes management to the front lines to look for waste and opportunities to practice ''gemba kaizen,'' or practical shopfloor improvement.〔 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Gemba」の詳細全文を読む スポンサード リンク
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